Thwarted belongingness and empathy's relation with organizational culture change

Introduction

In response to several high-profile cases of senior leaders in the Canadian Armed Forces (CAF) being accused of various forms of sexual and professional misconduct, the organization has committed to culture change. Drawing on the group engagement model and empirical evidence, we propose that CAF members' experience of thwarted belongingness reduces their capacity to show empathy, which in turn affects their support for culture change.

Method

Participants were 139 Naval and Officer Cadets from the Royal Military College of Canada who were predominantly male (61%), between 18 and 21 years old (80%), and not members of a visible minority group (68%). Data was collected via an online self-report survey assessing thwarted belongingness, empathy, and attitudes toward culture change.

Results

Whether participants experienced thwarted belongingness was not directly related to their level of support for culture change. Individuals' thwarted belongingness was indirectly and negatively associated with support for culture change, through its impact on empathy.

Discussion

Taken together, the results demonstrate that cadets' experience of belongingness contributed to their level of empathy, which together predicted their support for culture change initiatives. Efforts to change the culture of the CAF may need to consider improving members' levels of belongingness and, by extension, their levels of empathy. Implications for inclusion efforts are discussed.

Applicants to a Special Education Advocacy Training Program: "Insiders" in the Disability Advocacy World

Although social groups have "insiders," this construct has not been measured within the disability advocacy community. Examining 405 individuals who applied for an advocacy training program, this study examined the nature of insiderness within the disability advocacy community and ties to individual roles. Participants showed differences in mean ratings across 10 insider items. A principal components analysis revealed two distinct factors: Organizational Involvement and Social Connectedness. Non-school providers scored highest on Organizational Involvement; family members/self-advocates highest on Social Connectedness. Themes from open-ended responses supported the factors and showed differences in motivation and information sources across insiderness levels and roles. Qualitative analysis revealed two additional aspects of insiderness not addressed in the scale. Implications are discussed for future practice and research.

The leadership challenge of increasing productivity in the workplace without increasing burnout risk

Purpose

This paper aims to examine the critical question of how to increase productivity without also increasing the burnout risk. A systems thinking framework was applied to explore individual perceptions of team dynamics and how they relate to morale, work–life balance (WLB) and hours worked.

Design/methodology/approach

Using an online survey, data from 1,222 Australian workers were analysed using hierarchical multiple regression and principal components analysis (PCA).

Findings

Self-reported productivity was found to be predicted by engagement whereas burnout and morale had minimal impact. Burnout risk was not related to hours worked but was reduced when WLB, quality work and trust is higher. Co-worker effort impacted morale and a factor labelled as team “sense of accomplishment” (SoA) was identified.

Research limitations/implications

The results of this research have limited generalisability to wider populations due to sampling methods, being conducted in the Australian context and respondents coming from a diverse range of occupations. The sample being skewed towards younger age groups and the acknowledged use of single-item measures may also restrict drawing broader conclusions from the results.

Originality/value

A socio-technical systems thinking model to diagnose the link between workplace burnout and productivity is applied. The approach involved understanding the importance of trust and how the connection between people and systems can influence morale.

Effects of social media empowerment on COVID-19 preventive behaviors in China

Purpose

During the coronavirus disease 2019 (COVID-19) pandemic, ubiquitous social media has become a primary channel for information dissemination, social interactions and recreational activities. However, it remains unclear how social media usage influences nonpharmaceutical preventive behavior of individuals in response to the pandemic. This paper aims to explore the impacts of social media on COVID-19 preventive behaviors based on the theoretical lens of empowerment.

Design/methodology/approach

In this paper, survey data has been collected from 739 social media users in China to conduct structural equation modeling (SEM) analysis.

Findings

The results indicate that social media empowers individuals in terms of knowledge seeking, knowledge sharing, socializing and entertainment to promote preventive behaviors at the individual level by increasing each person's perception of collective efficacy and social cohesion. Meanwhile, social cohesion negatively impacts the relationship between collective efficacy and individual preventive behavior.

Originality/value

This study provides insights regarding the role of social media in crisis response and examines the role of collective beliefs in the influencing mechanism of social media. The results presented herein can be used to guide government agencies seeking to control the COVID-19 pandemic.

Team Cohesion in Individual/Team Sports Athletes: Transformational Leadership and the Role of Social norms

Team cohesion is a critical factor in sports, yet few studies have comparatively analyzed individual and team sport athletes in sporting situations. The purpose of this study was to identify the relationship between transformational leadership, social norms, and team cohesion, and to analyze the moderating effects of individual/team sports athletes. In 2022, a total of 196 baseball, judo, soccer, taekwondo, and hockey players registered with the Korean Sport & Olympic Committee completed a questionnaire using transformational leadership, social norms, and team cohesion scales. Transformational leadership had a significant positive effect on social norms and team cohesion. Social norms had a significant positive effect on team cohesion. Transformational leadership and the interaction of individual/team sports athletes had a significant effect on team cohesion. At this time, individual sports athletes appeared to have somewhat higher team cohesion. This study sheds light on the social norms and team cohesion of athletes from a social moral perspective based on transformational leadership theory. It can also help young athletes who are just starting out to learn the culture and sociology of sports.

Helping Others Results in Helping Yourself: How Well-Being Is Shaped by Agreeableness and Perceived Team Cohesion

This longitudinal research explores team cohesion as a potential mediator explaining the associations between agreeableness as a personality trait and well-being. Additionally, the study examines whether the leader offering support moderates the mediating role of perceived group cohesion. The sample consists of male military personnel (N = 648) from six different units. The longitudinal design examined two time points, T1 and T2, during the soldiers' training period. The PROCESS macro for SPSS was utilized to determine the significance of the moderator and the mediation effect. The results indicate that an agreeable personality and team cohesion at T1 predicted increased well-being at T2 (two months later). In addition, the moderated mediation hypothesis was significant, indicating that when leaders offered more support, the indirect link between an agreeable personality and well-being via team cohesion was stronger than when they offered less. The findings suggest that an agreeable personality and leader support are important in the organizational domain, and these variables promote well-being. By understanding the contribution of both external and internal sources of support to soldiers' well-being, intervention plans can be developed to lessen the stressors of their mental well-being and help them reach their maximum potential.

A configurational approach to leadership behavior through archetypal analysis

The behavioral approach to leadership, which has introduced leadership styles, has been of great importance to the leadership field. Despite its importance, scholars have recently argued and demonstrated that these styles have various conceptual, methodological, and empirical limitations that could hamper further development of the leadership field. Consequently, they have called for alternative approaches to study leadership. We argue that taking a configurational or person-oriented approach to leadership behavior, which focuses on ideal-type configurations of leadership behaviors to identify leadership archetypes, offers such an alternative. We demonstrate the potential of such an approach via the use of archetypal analysis, for a dataset of 46 behaviors across 6 leadership styles, including more than 150,000 respondents. Our results offer a clear indication for the existence of archetypes of leadership. We also suggest how the resulting archetypes can get a meaningful interpretation, and discuss implications for future research.

Interpersonal Physiological Synchrony Predicts Group Cohesion

A key emergent property of group social dynamic is synchrony–the coordination of actions, emotions, or physiological processes between group members. Despite this fact and the inherent nested structure of groups, little research has assessed physiological synchronization between group members from a multi-level perspective, thus limiting a full understanding of the dynamics between members. To address this gap of knowledge we re-analyzed a large dataset (N = 261) comprising physiological and psychological data that were collected in two laboratory studies that involved two different social group tasks. In both studies, following the group task, members reported their experience of group cohesion via questionnaires. We utilized a non-linear analysis method-multidimensional recurrence quantification analysis that allowed us to represent physiological synchronization in cardiological interbeat intervals between group members at the individual-level and at the group-level. We found that across studies and their conditions, the change in physiological synchrony from baseline to group interaction predicted a psychological sense of group cohesion. This result was evident both at the individual and the group levels and was not modified by the context of the interaction. The individual- and group-level effects were highly correlated. These results indicate that the relationship between synchrony and cohesion is a multilayered construct. We re-affirm the role of physiological synchrony for cohesion in groups. Future studies are needed to crystallize our understanding of the differences and similarities between synchrony at the individual-level and synchrony at the group level to illuminate under which conditions one of these levels has primacy, or how they interact.

Linking transformational leadership with job satisfaction: the mediating roles of trust and team cohesiveness

Purpose

The study aims to investigate the roles of trust and team cohesiveness as mediating variables to transmit the effect of transformational leadership dimensions on job satisfaction.

Design/methodology/approach

The study employs a quantitative approach with 405 respondents as the samples. The respondents are teachers and staff of schools in East Java, Indonesia. The data are analyzed using partial least square (PLS).

Findings

Trust and team cohesiveness fully mediate the relationship between idealized influences on job satisfaction. Besides, idealized influence, inspirational motivation and individualized consideration directly affect job satisfaction.

Research limitations/implications

The relationship between transformational leadership and employee job satisfaction in educational institutions has been rarely explored. The study contributes to the literature on the role of trust and team cohesiveness in transmitting the effect of transformational leadership dimensions on job satisfaction of school employees.

Practical implications

To increase employee job satisfaction at schools, principals need to be highly concerned about trust in the leader–follower relationship. Therefore, principals are responsible for responding to the followers' needs and aspirations and caring for followers.

Originality/value

The significance of the result findings lies in the detailed model that transmits the direct and indirect effect of the transformational leadership dimensions on job satisfaction.

SPGD: Search Party Gradient Descent Algorithm, a Simple Gradient-Based Parallel Algorithm for Bound-Constrained Optimization

Nature-inspired metaheuristic algorithms remain a strong trend in optimization. Human-inspired optimization algorithms should be more intuitive and relatable. This paper proposes a novel optimization algorithm inspired by a human search party. We hypothesize the behavioral model of a search party searching for a treasure. Motivated by the search party’s behavior, we abstract the “Divide, Conquer, Assemble” (DCA) approach. The DCA approach allows us to parallelize the traditional gradient descent algorithm in a strikingly simple manner. Essentially, multiple gradient descent instances with different learning rates are run parallelly, periodically sharing information. We call it the search party gradient descent (SPGD) algorithm. Experiments performed on a diverse set of classical benchmark functions show that our algorithm is good at optimizing. We believe our algorithm’s apparent lack of complexity will equip researchers to solve problems efficiently. We compare the proposed algorithm with SciPy’s optimize library and it is found to be competent with it.

The team cohesion-performance relationship: A meta-analysis exploring measurement approaches and the changing team landscape

Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams is also changing, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship ( k = 195, n = 12,023), examining measurement moderators, and distinguishing modern and traditional team characteristics, we uncovered various insights. First, the cohesion-performance relationship varies based on degree of proximity. More proximal measures –task cohesion, referent-shift, and behaviorally-focused– show stronger relationships compared to social cohesion, direct consensus, and attitudinally-focused, which are more distal. Differences are more pronounced when performance metrics are also distal. Second, group pride is more predictive than expected. Third, the cohesion-performance relationship and predictive capacity of different measures are changing in modern contexts, but findings pertaining to optimal measurement approaches largely generalized. Lastly, important nuances across modern characteristics warrant attention in research and practice.

Plain Language Summary

Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams has also changed over time, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship ( k = 195, n = 12,023), examining measurement moderators, and distinguishing between modern and traditional team characteristics, we uncovered various insights for both research and practice. First, the cohesion-performance relationship varies based on degree of proximity. Measures that are more proximal to what a team does – those assessing task cohesion, utilizing referent shift items, and capturing behavioral manifestations of cohesion – show stronger relationships with performance compared to those assessing social cohesion, utilizing direct consensus items, and capturing attitudinal manifestations of cohesion, which are more distal. These differences are more pronounced when performance metrics are also more distal. Second, despite being understudied, the group pride-performance relationship was stronger than expected. Third, modern team characteristics are changing both the overall cohesion-performance relationship and the predictive capacity of different measurement approaches, but findings pertaining to the most optimal measurement approaches largely generalized in that these approaches were less susceptible to the influence of modern characteristics. However, in some contexts, distal cohesion metrics are just as predictive as their more proximal counterparts. Lastly, there are important nuances across different characteristics of modern teams that warrant additional research attention and should be considered in practice. Overall, findings greatly advance science and practice pertaining to the team cohesion-performance relationship.

Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior

Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

It Takes a Couple to Tango: Antecedents to Collaborative Decision-Making

Existing research on vacation-related choices in couples concentrates on variables related to roles and influence in attempt to explain decision-making processes. However, as experienced from 2019–2021 COVID pandemic, travel-related decisions in couples may be characterized by higher complexity and risks, both in relation to health and economy. As the consequences of such decisions may affect both partners, the couples might benefit from a collaborative approach. This study investigates how certain known facilitators of group collaboration are associated with romantic couples’ perception of collaboration in the context of vacation choices. The data were collected by means of a cross sectional design, and 112 individuals from Norway who were in romantic relationships completed the survey. Multi-item scales were used and validated with factor analysis; the hypotheses were tested using multiple regression. Four of the five hypotheses were empirically supported, and shared experiences, flexibility, engagement, and partners’ support positively affected the perception of collaborative decision-making. No effect was found for role exchange. The results of this study may help to gain a better understanding of how couples make decisions together, and how firms can adapt their communication and service design to increase their appeal to this large tourism segment.

The group-reference effect and soldiers' recognition memory

Previous research has consistently found that the self-reference effect (SRE) is equal to, or stronger than, the group-reference effect (GRE) for memory performance. The military strongly emphasises group identity; this study investigated whether the GRE was stronger than the SRE for soldiers. Soldiers were recruited to participate in Experiments 1 and Experiment 2. Experiment 1 revealed that recognition was better under the group-reference condition than the self-reference condition. Experiment 2 was identical to Experiment 1, with the exception that the recognition test required participants to use "remember" / "know" / "guess" judgments. The results were consistent with those of Experiment 1, that is, the GRE contributed to better recognition than the SRE, but the difference was statistically significant only for "know" responses. Using a less cohesive group (university students) as participants, Experiment 3 found that the GRE was not superior to the SRE for memory recognition, which indicated that the results of Experiments 1 and 2 were exclusive to soldiers. The findings suggest that soldiers' sense of self might be unique, and that an ingroup sense of self might be dominant for soldiers.

A Qualitative Study of the Views of Patients With Medically Unexplained Symptoms on The BodyMind Approach®: Employing Embodied Methods and Arts Practices for Self-Management

The arts provide openings for symbolic expression by engaging the sensory experience in the body they become a source of insight through embodied cognition and emotion, enabling meaning-making, and acting as a catalyst for change. This synthesis of sensation and enactive, embodied expression through movement and the arts is capitalized on in The BodyMind Approach^® (TBMA). It is integral to this biopsychosocial, innovative, unique intervention for people suffering medically unexplained symptoms (MUS) applied in primary healthcare. The relevance of embodiment and arts practices in TBMA are discussed in relation to the views of participants in the pursuit of self-management. If widely employed TBMA could have an enormous impact, reach, and significance for patients and global health services. This original pre-clinical trial of qualitative research reports on the perceptions of participant patients with generic MUS, a world-wide issue usually treated by either psychological therapy or physiotherapy. TBMA is not a therapy but a health education program founded upon the concept of an integration of psychological elements with physiological, bodily, and sensory experiences. Thematic analysis of qualitative data sets from open-ended questions in semi-structured interviews and a written questionnaire post intervention is presented. Five aspects which appear to be key to learning self-management were derived from analyzing the data: (1) body with mind connections; (2) importance of facilitation; (3) potential benefits; (4) preparedness for change; (5) self-acceptance/compassion. This article advances the discourse on the nature of self-management for MUS through changing the mind-set and the relationship participants have with their bodily symptom/s through employing embodied methods and arts practices, challenging current, and solely verbal, psychological conceptual frameworks. Rigor lies in the method of data analysis using cross verification of credibility between reported findings and scrutiny by stakeholders. We conclude that facilitated TBMA groups employing embodied methods and arts practices can act as a method for developing the self-management of MUS and improving wellbeing.

Private-Public Opinion Discrepancy

In many Western societies there are rising concerns about increasing polarization in public debate. However, statistics on private attitudes paint a different picture: the average attitudes in societies are more moderate and remain rather stable over time. The present paper presents an agent-based model of how such discrepancies between public opinion and private attitudes develop at the scale of micro-societies. Based on social psychological theorizing, the model distinguishes between two types of agents: a) those seeking to gain or maintain a good reputation and status, and b) those seeking to promote group harmony by reaching consensus. We characterized these different types of agents by different decision rules for either voicing their opinion or remaining silent, based on the behavior of their proximal network. Results of the model simulations show that even when the private attitudes of the agents are held constant, publicly expressed opinions can oscillate and (depending on the reputational concerns of individual actors) situations can occur in which minorities as well as majorities are silenced. We conclude that the macro-level consequences of micro-level decisions to either voice an opinion or remain silent provide a foundation for better understanding how public opinions are shaped. Moreover, we discuss the conditions under which public opinion could be considered a good representation of private attitudes in a society.

G. Impact of team design and technical factors on team cohesion

Purpose

Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion.

Design/methodology/approach

Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses.

Findings

SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion.

Research limitations/implications

The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods.

Originality/value

This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.

Physiological and Behavioral Synchrony Predict Group Cohesion and Performance

Interpersonal synchrony contributes to social functioning in dyads, but it remains unknown how synchrony shapes group experiences and performance. To this end, we designed a novel group drumming task in which participants matched their drumming to either predictable or unpredictable tempos. Fifty-one three-person groups were randomly assigned to one of two conditions: synchronized or asynchronized drumming. Outcome measures included electrocardiograms and self-reports of group cohesion and synchrony. The drumming task elicited an increase in physiological synchrony between group members (specifically their hearts' interbeat intervals). We also found that physiological synchronization and behavioral synchronization predicted individuals' experience of group cohesion. Physiological synchrony also predicted performance in a subsequent group task that involved freely drumming together. The findings suggest that the behavioral and physiological consequences of synchronization contribute to the formation of group bonds and coordination. They also confirm that insights from translational social neuroscience can inform our knowledge of the development of cohesive and efficacious groups.

A level-of-analysis issue in resource consumption and environmental behavior research: A theoretical and empirical contradiction

Behavioral theories have much to offer researchers and policy makers who seek sustainable resource management within households. However, much research on household resource consumption applies theories of the individual to understand the behavioral patterns of what are very often groups of people cohabiting in a particular dwelling. This misalignment of levels of analysis leads to erroneous empirical results and conclusions, and thereby less effective policy and management actions. We address this issue by first detailing the nature of the problem; illustrating its pervasiveness in research on resource consumption behaviors; offering some ways forward by drawing on research on group dynamics; and exploring new ways of thinking about some existing concepts in resource consumption and conservation with the goal of developing insights from a household-level perspective. We suggest that researchers seek a multi-level understanding of consumption and conservation in future research, as this could lead to theories and evidence to support group-level interventions that target behaviors in a household setting, which is likely to be more effective than existing individualistic approaches.

I–C–E Framework: Concepts for Group Dynamics Research in Human-Robot Interaction

The research community of human-robot interaction relies on theories and phenomena from the social sciences in order to study and validate robotic developments in interaction. These studies mainly concerned one (human) on one (robot) interactions in the past. The present paper shifts the attention to groups and group dynamics and reviews relevant concepts from the social sciences: ingroup identification (I), cohesion (C) and entitativity (E). Ubiquitous robots will be part of larger social settings in the near future. A conceptual framework, the I–C–E framework, is proposed as a theoretical foundation for group (dynamics) research in HRI. Additionally, we present methods and possible measures for these relevant concepts and outline topics for future research.

How and when group cohesion influences employee voice

Purpose

This study examines how and when group cohesion influences employee voice.

Design/methodology/approach

The sample comprises 215 employees from 41 workgroups in China. Multilevel path analyses were used to test the hypotheses.

Findings

The results show that group cohesion is positively related to employee voice. Group psychological safety mediates the positive relationship between group cohesion and employee voice. Further, high cohesion strength enhances the association of group cohesion with employee voice as well as the mediating effect of group cohesion on voice behavior through group psychological safety.

Research limitations/implications

This study employs a cross-sectional design and does not establish causal relationships among the variables examined. This study offers research implications because it adds to our knowledge on the situational antecedents of voice behavior.

Practical implications

The findings suggest that group cohesion plays an important role in influencing employee voice. To encourage employees to speak up, managers should pay attention to group cohesion in terms of both cohesion level and strength.

Originality/value

This study is the first to examine the mechanism and condition of the effect of group cohesion on employee voice, thus extending knowledge on the situational factors influencing voice behavior.

The Effects of LMX Differentiation on Team Performance: Investigating the Mediating Properties of Cohesion

Although conceptualized initially as a dyadic-level theory, scholars have since broadened the theoretical underpinnings of leader–member exchange (LMX) to account for its effects on group-level phenomena. LMX differentiation, for example, captures the extent to which variance in LMX quality within teams affects numerous outcomes (e.g., performance). However, the specific mechanisms by which LMX differentiation affects team-level outcomes remains virtually unknown. In an attempt to address this limitation, this study investigates the extent to which task and social cohesion mediate the effects of LMX differentiation on team performance. Results indicate that the negative effect of LMX differentiation on team performance is mediated by task cohesion but not by social cohesion. In addition, LMX differentiation was found to have a negative effect of social cohesion, which was also mediated by task cohesion. A discussion is offered in which the implications of these results are entertained.

Effect of Cohesion on the Curvilinear Relationship Between Team Efficacy and Performance

Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.

Ideological shift and employees’ relationships: evidence from Ukraine

Purpose

The purpose of this paper is to investigate the employees’ identities shift in Ukraine based on the relational model theory. The paper concentrates on the role which culture and history play in the use of relational models in firms on different organizational levels.

Design/methodology/approach

The proposed hypotheses were tested by multivariate analysis of variance and covariance tests with the data from 99 surveys of Ukrainian firms describing 219 intraorganizational relationships.

Findings

The results showed that culture and history play a significant role for the preference of a certain relational model. Position in the organization and gender influence the choice of the relational model.

Research limitations/implications

The sample of only Ukrainian employees restricts generalizability of the results. This study applies relational models theory in business domain and provides an alternative explanation of employees’ identities shift due to cultural differences and ideological past. Relational models are investigated on different organizational levels shedding light on models of relationships employees prefer in different settings.

Practical implications

Managers working in international settings should pay more attention to patterns of relationships in the target country since they are not freely chosen but partially predestined by the cultural background and the historical and ideological past. Relationships in firms are path dependent, whereby employees inherit models from their peers to apply them to their subordinates. Ukrainian female and male employees have different preferences concerning relational models.

Originality/value

This study is unique in that it applies an anthropological theory to relationships on different organizational levels and tests it in a business domain of a country in an ideological transition.

Social Projection to Ingroups and Outgroups: A Review and Meta-Analysis

Social projection is the tendency to expect similarities between oneself and others. A review of the literature and a meta-analhsis reveal that projection is stronger when people make judgments about ingroups than when they make judgments about outgroups. Analysis of moderator variablesjfirther reveals that ingroup projection is stronger for laboratory groups than for real social categories. The mode of analyst's (i.e., nomothetic vs. idiographic) and the order of judgments (i.e., self or group judged first) have no discernable effects. Outgroup projection is positive, but small in size. Together, these findings support the view that projection can serve as an egocentric heuristic for inductive reasoning. The greater strength of ingroup projection can contribute to ingroup-favoritism, perceptions of ingroup homogeneity, and cooperation with ingroup members.

The Role of Latent Beliefs and Group Cohesion in Predicting Group Decision Support Systems Success

In this article, the authors focus on determining whether a group’s attributes influence the effectiveness of the group’s use of group decision support systems (GDSS). Specifically, their research objective is to understand the impact of the perception of the GDSS and group cohesion on outcomes of enjoyment with the process, enjoyment with the decision, the effectiveness of the decision, and efficiency of the decision. To test their hypothesis, the authors conducted a lab experiment. The results were then calculated utilizing PLS Graph. It was found that each of the five characteristics of the innovation is a significant factor in the second-order construct, with Relative Advantage exhibiting the highest loading. The latent belief toward the GDSS was a significant driver of all the GDSS outcomes, except for Decision Efficiency. Group cohesion significantly predicted enjoyment and effectiveness, but it did not drive the group to be more efficient. Conclusions and implications for further research are also discussed.

Using Consensus as a Criterion for Groupness

The purpose of the study was to examine how the exclusion of teams failing to meet varying statistical criteria for consensus on cohesiveness influences the magnitude of the cohesion– team success relationship. The index of agreement was calculated for 78 teams (N = 1,000 athletes) that had completed the Group Environment Questionnaire. Results showed that excluding teams because they fail to satisfy various criteria for consensus leads to changes in the magnitude of the cohesion–team success relationship. The magnitude of the relationship between team success and the individual attractions to group-task manifestation of cohesion showed progressive decreases as criteria required to demonstrate consensus became more stringent. Conversely, the magnitude of the relationship between team success and the group integration–task and group integration–social manifestations of cohesion showed progressive increases as criteria required to demonstrate consensus became more stringent. The results are discussed in terms of their relationship to group dynamics theory and practice.

The QAG-a

The present study provides a summary of five investigations undertaken to develop a French short visual analog measure of cohesion. Based on the conceptual model of cohesion and the Questionnaire sur l'Ambiance du Groupe (QAG), this instrument, QAG-a, is designed to capture the dynamic nature of cohesion when it is assessed with repeated and frequent measures during a period of time. The QAG-a consists of eight items assessing the four dimensions of the conceptual model. The rating is performed using a numeric visual analog scale on a 10-cm line. The psychometric analyses undertaken provided support for the content, construct, and predictive validity and the reliability of the QAG-a (Studies 1 to 4). They also indicated that this instrument is well suited for measuring cohesion with a repeated, frequent design across a period of time (Study 5)

Do Individual Perceptions of Group Cohesion Reflect Shared Beliefs?

This study's primary purpose was to examine the degree to which individual perceptions of cohesiveness reflect shared beliefs in sport teams. The secondary purposes were to examine how the type of cohesion, the task interactive nature of the group, and the absolute level of cohesion relate to the index of agreement. Teams (n = 192 containing 2,107 athletes) were tested on the Group Environment Questionnaire. Index of agreement values were greater for the group integration (GI) manifestations of cohesiveness (GI-task, rwg(j) = .721; GI-social,rwg(j) = .694) than for the individual attractions to the group (ATG) manifestations (ATG-task, rwg(j) = .621; ATG-social, rwg(j) = .563). No differences were found for interactive versus coactive/independent sport teams. A positive relationship was observed between the absolute level of cohesiveness and the index of agreement. Results were discussed in terms of their implication for the aggregation of individual perceptions of cohesion to represent the group construct.

Transformational Leadership, Cohesion Perceptions, and Employee Cynicism About Organizational Change

The impact of supervisors' transformational leadership (TFL), informational and interpersonal justice, and group cohesion perceptions on employee cynicism about organizational change (CAOC) was investigated in a sample of 469 employees from a large Chinese organization undergoing major organizational change. Results indicate that (a) TFL is negatively related to employee CAOC; (b) employee perceptions of group cohesion moderate the relationship between TFL and CAOC such that the higher the cohesion perceptions, the stronger the influence of TFL on employee CAOC; (c) the moderating effect of cohesion perceptions on the TFL—CAOC relationship is fully mediated by interpersonal justice; and (d) informational and interpersonal justice partially mediate the TFL—CAOC relationship. The theoretical and practical implications of the process by which TFL impacts CAOC are discussed.

The Purpose of Tutorial Groups: Social Influence and The Group As Means and Objective

The aim of this study was to investigate how first-year students view the purpose of tutorial groups in problem-based learning. In all, 147 students from 24 groups participated, providing 399 statements. Data were analysed using thematic analysis. The results showed a focus on both learning and social influence. Learning involved the tutorial as both an objective and as a means. Social influence is important for a tutorial to become a well-functioning group, together with opportunities to use the group as an objective in and of itself to learn to work in a group, cooperate, solve problems and communicate. Social support and feelings of togetherness create conditions for intrinsic motivation, as well as stronger identification with the group. A tutorial group as a well-functioning learning environment requires both the group as an objective and as a means.

Harnessing group composition-related effects in pain management programs: a review and recommendations

Cognitive-behavioral therapy, an effective management strategy for chronic pain, is frequently conducted in groups. Although clinicians often report 'knowing when a group will go well or badly', investigations of the effect that group composition might have on outcomes is lacking. Conceptual models, explanatory theories and experiments have been developed in fields of psychotherapy, organizational, social and educational psychology, but there has been no attempt to take on this issue in our field. The current hypothesis-generating review synthesizes these substantial bodies of literature to identify common themes across fields and integrate them with current concepts of cognitive-behavioral therapy-based pain management. We present a putative conceptual model with testable hypotheses relating to features of each group as a whole, the individuals in that group and the group's leader.

An examination of the relationship between athlete leadership and cohesion using social network analysis

Two studies investigated the structure of different athlete leadership networks and its relationship to cohesion using social network analysis. In Study 1, we examined the relationship between a general leadership quality network and task and social cohesion as measured by the Group Environment Questionnaire (GEQ). In Study 2, we investigated the leadership networks for four different athlete leadership roles (task, motivational, social and external) and their association with task and social cohesion networks. In Study 1, the results demonstrated that the general leadership quality network was positively related to task and social cohesion. The results from Study 2 indicated positive correlations between the four leadership networks and task and social cohesion networks. Further, the motivational leadership network emerged as the strongest predictor of the task cohesion network, while the social leadership network was the strongest predictor of the social cohesion network. The results complement a growing body of research indicating that athlete leadership has a positive association with cohesion.

Facing Sorrow as a Group Unites. Facing Sorrow in a Group Divides

Collective gatherings foster group cohesion through providing occasion for emotional sharing among participants. However, prior studies have failed to disentangle two processes that are involved in emotional sharing: 1) focusing shared attention on the same emotion-eliciting event and 2) actively sharing one’s experiences and disclosing one’s feelings to others. To date, it has remained untested if shared attention influences group cohesion independent of active emotional sharing. Our experiment investigated the effect of shared versus individual attention on cohesion in groups of strangers. We predicted that differences in group cohesion as called forth by shared vs. individual attention are most pronounced when experiencing highly arousing negative affect, in that the act of experiencing intensely negative affect with others buffers negative affect’s otherwise detrimental effect on group cohesion. Two-hundred sixteen participants were assembled in groups of 3 to 4 people to either watch an emotion-eliciting film simultaneously on a common screen or to watch the same emotion-eliciting film clip on a laptop in front of each group member using earphones. The film clips were chosen to elicit either highly arousing negative affect or one of three other affective states representing the other poles in Russel’s Circumplex model of affect. We examined self-reported affective and cognitive group cohesion and a behavioral measure of group cohesion. Results support our buffer-hypothesis, in that experiencing intense negative affect in unison leads to higher levels of group cohesion than experiencing this affect individually despite the group setting. The present study demonstrates that shared attention to intense negative emotional stimuli affects group cohesion independently of active emotional sharing.

Level of Alliance, Pattern of Alliance, and Outcome in Short–term Group Therapy

This study investigated the relationships between initial level of alliance, pattern of alliance over sessions, and outcome in a sample of 107 patients who completed short-term group therapy for complicated grief. Both patient-rated alliance and therapist-rated alliance were studied. For patient-rated alliance, both the initial level of alliance and the linear pattern of alliance were directly and significantly related to favorable outcome. For therapist-rated alliance, no significant direct relationships with outcome were found. Instead, significant interaction effects were found. For patients with relatively high initial alliance, the greater the increase in alliance over sessions, the better the outcome. For patients with relatively low initial alliance, the greater the decrease in alliance over sessions, the better the outcome. Explanations for the findings are considered as well as possible clinical implications.

Wireless Monitoring of Changes in Crew Relations during Long-Duration Mission Simulation

Group structure and cohesion along with their changes over time play an important role in the success of missions where crew members spend prolonged periods of time under conditions of isolation and confinement. Therefore, an objective system for unobtrusive monitoring of crew cohesion and possible individual stress reactions is of high interest. For this purpose, an experimental wireless group structure (WLGS) monitoring system integrated into a mobile psychophysiological system was developed. In the presented study the WLGS module was evaluated separately in six male subjects (27-38 years old) participating in a 520-day simulated mission to Mars. Two days per week, each crew member wore a small sensor that registered the presence and distance of the sensors either worn by the other subjects or strategically placed throughout the isolation facility. The registration between two sensors was on average 91.0% in accordance. A correspondence of 95.7% with the survey video on day 475 confirmed external reliability. An integrated score of the "crew relation time index" was calculated and analyzed over time. Correlation analyses of a sociometric questionnaire (r = .35-.55, p< .05) and an ethological group approach (r = .45-.66, p < 05) provided initial evidence of the method's validity as a measure of cohesion when taking behavioral and activity patterns into account (e.g. only including activity phases in the afternoon). This confirms our assumption that the registered amount of time spent together during free time is associated with the intensity of personal relationships.